Span of Control and Leadership Talent: The Impact on Creating High Performing Departments
Healthcare is the most challenged industry in America. With the increasing pressure brought about by the current economic conditions it is no surprise that hospital executives are examining all possible options to secure their short-term and long term success. One area that is overlooked is the relationship between a leader’s span of control and that leader’s demonstrated talent to the overall performance of their department. To determine the impact of this relationship, we recently conducted a research analysis using data from 12 healthcare organizations. The compelling results are presented in this white paper.
Right People, Right Roles: ‘R’ Factor for Workplace
In this white paper of ‘Right People, Right Roles’, we will explore the three primary contributing factors to a person’s overall Success Profile performance result in any endeavor. We will specifically illustrate performance in the workplace
Right People, Right Roles: ‘R’ Factor for Sports
In this white paper of ‘Right People, Right Roles’, we will also explore the three primary contributing factors to a person’s overall Success Profile performance result in any endeavor. We will specifically illustrate performance in competitive sports
Is it possible? YES - Is it likely? NO
In this paper we will explore peoples’ odds of success in various scenarios and we will review a guide to assist leaders in making better appointment decisions.
The Relationship between “Healthy and Fit” Personal Habits and “Healthy and Fit" Cultural Practices (aka - your Business Practices)
This paper focuses on recognizing the pros and cons (choices) of our personal habits (lifestyle, disciplines and behaviors) and the impact they have on consistent performance – in both life and business outcomes. Our Right People, Right Roles (RPR2 ) research concentrates on building the connective link between “healthy and fit” lifestyle practices (the ultimate contribution to longevity) and “healthy and fit” business practices (and the contribution to organizational performance).
Confusing the Terms: Talent, Skill, Competency, Ability, Attributes, Behaviors, Attitudes, Styles, Experience, IQ, EQ etc
People have a natural tendency to confuse, misinterpret or misuse the above terms without the recognition that there is a distinct difference in each. This paper clears up the confusion once and for all!
Eye Chart Case Study: A practical and applied method to quantify the impact that leadership performance and cultural engagement have on overall results
As of January of 2009, we have created over 200 performance management “Eye Charts” for healthcare organizations (including a total of 6,274 leaders and managers). During the last three years of longitudinal tracking, we have observed less than 5% of “existing and tenured” front-line managers improve their overall performance from the bottom quartile (Red zone) to the top quartile (Green zone). This paper explores the economic impact of capable and poor front-line leadership.
How We Successfully Navigated Our Most Recent Financial Turnaround
Lee Memorial Health System (LMHS) located in Cape Coral, FL. has experienced periods of high performance as well as challenging times in turnaround mode over the past decade. Most recently, the economic hard times have fallen hard on LMHS as they were quite literally located at “ground zero” with the catastrophic impact of the nation’s sub-prime real estate collapse. Following the meteoric rise of their local housing market, they quickly went from a raging local economy (unemployment below 3.5% in October of 2005) to hitting the wall (and then some) with unemployment now over 9.5% (within a 2 year period). Their uninsured population also showed a parallel rise to a now unmanageable rate of 32% (approximately twice the national average). How did the LMHS leadership team respond to these challenges? The following white paper summarizes “The top 8 leadership tips” in an interview conducted between Tom Olivo (President of Success Profiles) and Jon Cecil (CHRO at Lee Memorial) on November 19th, 2008.
The Connective Link Between Organizational Culture and Performance in Healthcare Organizations
The numbers don’t lie: Healthcare providers who earn high marks for the caliber of their corporate and departmental culture also rank highest on overall performance outcomes and financial success. Until now, it was very difficult for an organization to determine where it stacked up against others in the industry on these indicators. Thanks to new research, however, nationwide percentile rankings of cultural performance with employee satisfaction, organizational loyalty and professional engagement measures are now available for the healthcare industry.
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Need a compelling speaker for your next leadership event or corporate retreat? Look no further. |
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Having presented over 400 healthcare-related keynote speeches, executives workshops, and board retreats, Tom Olivo delivers! Your audience will acquire new knowledge, be inspired, and become motivated to act. For more information, click here: |
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Review our latest white paper |
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HPS regularly publishes important, evidence-based white papers, case studies and webinars. Targeted to the ‘C’ Suite of healthcare organizations, they present unique research findings, solutions and practical advice. To examine our ‘Learning Center’ and access the latest white paper, case study, or webinar click here: |
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Are your Leaders Creating Positive or Negative Feedback Loop Cultures of performance?
We believe that organizations (that employ people) to drive overall performance are similar where performance feedback loops can either be positive (improving) or negative (declining). This paper will outline the contributing factors to positive and negative feedback loop cultures of performance, their predictable sequence (cause and effect links), results (desirable and undesirable) and suggested ways to measure their presence (or stage of development).
What Does ‘Being-In-Over-Your-Head’ Look Like
There are several appointment mistakes that are commonly made that produce sub-optimized performance where leaders and managers are literally “in over their heads.” The easiest way to describe the condition is where the department’s complexity (degree of difficulty) exceeds the threshold level where the appointed manager has higher odds of success (typically above a 50% rate).
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Why We Tolerate Low Performing People
Why is it that leaders and managers tolerate low performers or disruptive behavior in people? This paper explores the top ten reasons why this unhealthy business practice takes place.
With the ever worsening economic conditions, the challenges faced by the healthcare industry have become even more pronounced. Hospitals are no longer considered to be recession proof. Stringent new regulations, labor shortages, and shrinking operating margins aren’t the only thing keeping hospital CEOs awake at night. Survival is! What’s a CEO to do in addition to cutting costs and doing more with less?
Creating Business Intelligence: It’s not just for high performing organizations anymore, its a necessity for everyone.
Healthcare is the most challenged industry in America. With the increasing pressure brought about by the current economic conditions it is no surprise that hospital executive teams are examining all possible options to secure their short-term and long term success. One area that is overlooked is leadership alignment as it relates to the “Degree of Difficulty” of hospital departments. Although all departments and functions can be considered difficult, some are clearly more difficult than others. Simply put, not all departments are created equal.
Defining Department Complexity “Degree of Difficulty”: Creating Superior Performance with Leadership Alignment
Healthcare is the most challenged industry in America. With the increasing pressure brought about by the current economic conditions it is no surprise that hospital executive teams are examining all possible options to secure their short-term and long term success. One area that is overlooked is leadership alignment as it relates to the “Degree of Difficulty” of hospital departments. Although all departments and functions can be considered difficult, some are clearly more difficult than others. Simply put, not all departments are created equal.
Healthy & Fit Cultural Business Practices